The room was in the conference world’s standard layout, the euphemistically named ‘cabaret style’ so that we could periodically break from the plenary proceedings into small groups to discuss pertinent issues. The first challenge was, I think, presented primarily as an ice-breaker so that we could get the measure of one another and limber up for the more focused and intense issues that the day would bring. The question, general though it was, was by no means an unimportant one. It went along the following lines – what can HR do to make a contribution to organisational success as we enter a recession?

I am sure you have been in a similar situation, it is the start of a day together; no one knows anyone else; and, having been given our orders, we all turn inwards and glance around the circle, quickly trying to weigh up whether to start the ball rolling or to allow someone else to make the first move. On this particular occasion, it was apparent to the rest of us that one of us, a man of almost as many years as the writer, was intent upon getting in first.

His body language sent a clear signal that he was about to launch forth and there was little that was likely to prevent him from having the first word. He hesitated a moment to give me a knowing look, as if to say, you’ll understand what I am about to say. But I didn’t!

His message was straight forward and unambiguous. I wouldn’t do anything, he said; there’s no point until we reach the bottom; only then is it worth taking some actions for the recovery; otherwise our efforts would be wasted. The reactions around the table ranged from bemused to incredulous – I was at the latter end of the scale.

I asked him, if he were on board a small yacht at sea and a violent storm blew up, whether he thought the best chances of survival lay in taking his hands off the tiller and leaving the boat to fend for itself in the elements; or in steering into the wind and the waves, battening down the hatches and making the boat as watertight as possible. I know which I would do!

My message for surviving – and prospering – in the downturn is simple. You may not be able to control the external elements, and they may seem to be overwhelmingly intimidating, but you can certainly control yourself and be nimble in reacting to the circumstances you find yourself in.

So, DO SOMETHING while others around you react to the situation by doing nothing. That way you will be the winner.

More about managing in the downturn is a post from Advanced Business Solutions - Supplier of accounting software, business intelligence and document managment